Human Resource Management - Lesson 2 PDF

HUMAN RESOURCE MANAGEMENT ANALYZING AND DESIGNING JOBS AND AQUIRING TALENTS  Summarize the elements of work flow analysis. Describe how work flow is related to an organization’s structure. LEARNING Define the elements of a job analysis, and discuss thei...

HUMAN RESOURCE MANAGEMENT ANALYZING AND DESIGNING JOBS AND AQUIRING TALENTS  Summarize the elements of work flow analysis. Describe how work flow is related to an organization’s structure. LEARNING Define the elements of a job analysis, and discuss their significance for human resource management. OBJECTIVES Discuss how to plan for human resources needed to carry out the organization’s strategy. Describe recruitment policies organizations use to make job vacancies more attractive  WHAT IS HR? 1. Describe the picture. 2. What do you think is the reason why there are only a few people in the picture that are rushing to reach the hand? WORK FLOW IN ORGANIZATIONS Informed decisions about jobs take place in the context of the organization’s overall work flow. Through the process of work flow design, managers analyze the tasks needed to produce a product or service. With this information, they assign these tasks to specific jobs and positions. (A job is a set of related duties. A WORK FLOW IN position is the set of duties performed by one person. A school ORGANIZATIONS has many teaching positions; the person filling each of those positions is performing the job of teacher.) Basing these decisions on work flow design can lead to better results than the more traditional practice of looking at jobs individually.  “Work flow takes place in the context of an organization’s structure. It requires the cooperation of individuals and groups. Ideally, the organization’s WORK FLOW structure brings DESIGN AND AN together the people who must collaborate to create the desired ORGANIZATION’S outputs efficiently.” STRUCTURE When the goal is to empower employees, companies then need to set up structures and jobs that enable broad responsibility, such as jobs that involve employees in serving a particular group of customers or producing a particular product, rather than performing a narrowly defined function. The organization’s structure also affects managers’ jobs.  “To achieve high-quality performance, organizations have to understand and match job requirements and people. This understanding requires job analysis, the process of getting detailed information about jobs.” JOB ANALYSIS Analyzing jobs and understanding what is required to carry out a job provide essential knowledge for staffing, training, performance appraisal, and many other HR activities.  An essential part of job analysis is the creation of job descriptions. A job description is a list of the tasks, duties, and responsibilities (TDRs) that a job entails. JOB DESCRIPTION  Whereas the job description focuses on the activities involved in carrying out a job, a job specification looks at the qualities or requirements the person performing the job must possess. It is a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform the job. JOB SPECIFICATION  As planners analyze human resource needs and how to meet those needs, they must have accurate information about the levels of skill required in various jobs, so that they can tell what kinds of human resources will be needed. HUMAN RESOURCE Human resource planning compares the present state of the PLANNING organization with its goals for the future, then identifies what changes it must make in its human resources to meet those goals. The changes may include downsizing, training existing employees in new skills, or hiring new employees. THE PROCESS OF HUMAN RESOURCE PLANNING Forecasting - The attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labour shortages or surpluses. RECRUITING HUMAN RESOURCES In human resource management, recruiting consists of any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees. RECRUITMENT SOURCES Internal Sources External Sources  A. Basic Information B. Experience / Exposure C. Skills & Competencies D. Educational Attainment KEY PARTS OF A CURRICULUM E. Achievements / Certifications VITAE F. Trainings and Seminar G. Additional Personal Data  Noe, R., Hollenbeck, J., Gerhart, B. and Wright, P. (2014). Fundamentals of Human Resource Management REFERENCES Society of Human Resource Management (SHRM). Retrieved from www.shrm.com Oct 20, 2020 QUESTIONS? THANK YOU!